Simulated Business: BBQfun
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Added on 2021-07-07
Simulated Business: BBQfun
Added on 2021-07-07
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Page1of181steditionversion:1Simulatedbusiness:BBQfunBusinessplanexcerptSimulatedbusiness:BBQfunBusinessplanexcerptFromBBQfunbusinessplanFY2012–2013Mission●Toprovideourcustomerswithgreatvalueoutdoorlifestyleproductsandsecond-to-nonecustomerservice.Vision●Tobesouth-eastQueensland’sleadingoutdoorlifestyleretailerwithinfiveyears.Values●Quality.●Customervalue.●People:Activeencouragementofsafety,teamwork,diversity,excellence,innovationandcontinuousimprovement.StrategicdirectionsThestrategiccontextinwhichBBQfunwillachieveitsmissionandvisionisthrough:●engagingwithcustomersthroughmarketing,researchandpersonalisedservice●buildingareputationforqualityproductsandqualitycustomerservice●supportingpeopletoperformviatrainingandperformancemanagement●increasingsalesrevenue●controllingcoststhroughoperationalefficiency.©2015InnovationandBusinessIndustrySkillsCouncilLtdBSBMGT517Manageoperationalplan
ManagerGoldCoastAlexMitchellManagerBrisbanePatSweeneyManagerMarketingSamLeeOperationsGeneralManagerKimChen1steditionversion:1Page2of18BBQfunorganisationalchartBoardofDirectorsandCEOPatMifsudChiefFinancialOfficerRizMehraHumanResourcesManagerLesGoodale©2015InnovationandBusinessIndustrySkillsCouncilLtdBSBMGT517ManageoperationalplanBBQfunorganisationalchartSimulatedbusiness:BBQfunExternalconsultant(you)
Page3of211steditionversion:1Simulatedbusiness:BBQfunPerformancemanagementpolicyandproceduresPerformancemanagementpolicyandproceduresBBQfunPerformanceManagementPolicyPurposeThepurposeofthispolicyistoensureperformancemanagementiscarriedoutconsistently,fairlyandtransparentlyandinaccordancewithorganisationalrequirements.ScopeThescopeofthispolicycoverstheperformancemanagementprocessbyemployeesandcontractorsofBBQfun.ResourcesSpecificproceduresfortheimplementationofthispolicyareavailablebelowandonthecompanyintranet.ResponsibilityManagerswill:●carryoutformalperformancereviewdiscussionstwiceannually●monitorindividualperformancethroughouttheyear,recordingkeyevents,observationsofimportancewhichrelatetotheperformance,bothpositiveandnegative●usetheperformancemanagementdocumentationtorecordformalandinformalperformancereviews●provideemployeeswiththeopportunitytoparticipateandcontributetotheirprofessionalandpersonaldevelopment●provideemployeesaccesstotraininganddevelopment,asreflectedintheindividual’sdevelopmentplan●provideunderperformingemployeeswithcoachinganddevelopmentthroughoutthereviewperiod,usingtheGROWmodeltohelpstructuretheirplanningforformalcoachingsessionsorinformal,side-by-sidesessions●provideemployeeswithopportunitytocommunicatetheircareerdevelopmentgoals.Relevantlegislation,etc.Updated/authorised©2015InnovationandBusinessIndustrySkillsCouncilLtdBSBMGT517Manageoperationalplan10/2012–RizMehraCFO●PrivacyAct1988(Cwlth)●QueenslandAnti-DiscriminationAct1991(Qld)●FairWorkAct2009(Cwlth)●ASISO15489:2002Recordsmanagement
PerformancemanagementpolicyandproceduresProceduretoconductperformancereviewTheemployee’sperformancewillbemonitoredandevaluatedregularlythroughouttheyear.Theperformancereviewencompassesthreeelements:●anannualformalreviewdiscussion●asixmonthfollow-updiscussion●continuousmonitoringoftheemployee’sperformance.1.AnnualdiscussionTheannualdiscussionisakeystepintheperformancereviewprocess.Essentially,thisstepinvolvescompilingalltheinformationcollectedandassessedthroughouttheyearrelatingtotheemployee’sperformance.Thekeyelementsoftheannualdiscussionareto:●reflectonperformanceduringtheyear●clarifykeyresponsibilitiesoftheroleandreviewthejobdescription●discusssuccessesaswellasareasforimprovement●setagreedtargetsandperformancestandardsforthenextsixmonths●agreeonkeyareasofdevelopmentforeffectiveperformanceintherole.2.DocumentationTheperformancereviewdocumentationprovidesanimportantguidetorecordthestandardsexpectedofanindividual,theirtargets(accordingtothejobrole)andindividualdevelopmentplans.Itisimportanttousethecorrectformstomaintaintheintegrityoftheinformation,andtohelpthemanagerandemployeeensurethereviewiscompletedcorrectly.3.TimingEmployeeperformanceistobeformallyreviewedevery12monthswithafollow-upreviewinsixmonths.Anewplanshouldbecompletedateachannualappraisaldiscussion.4.Sixmonthfollow-updiscussionThefollow-upreviewprovidesanopportunityformanagersandemployeestorevisittargets,standardsanddevelopmentplansto:●establishthatprogressisontrack●identifychangesimpactingontheachievementoftargetsandstandardsset●discussdevelopmentplanprogressorestablishdevelopmentplan●modifystandardsandtargets,ifrequired.©2015InnovationandBusinessIndustrySkillsCouncilLtdBSBMGT517ManageoperationalplanPage4of211steditionversion:1Simulatedbusiness:BBQfun
Page5of211steditionversion:1Simulatedbusiness:BBQfunPerformancemanagementpolicyandproceduresImplementationofperformancereviewprocess©2015InnovationandBusinessIndustrySkillsCouncilLtdBSBMGT517Manageoperationalplan
Page6of211steditionversion:1Simulatedbusiness:BBQfunPerformancemanagementpolicyandproceduresPerformancemanagementplantemplateName/position:Manager:Reviewperiod:ReferencefromoperationalplanKeyresultareaIndicatorofsuccess/performanceBywhenStatusreportManager’scomments:Signature:Date:Staffmember’scomments:Signature:Date:©2015InnovationandBusinessIndustrySkillsCouncilLtdBSBMGT517Manageoperationalplan
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